Marketing in SMEs: the role of entrepreneurial sensemaking

Abstract

and through the analysis of four case studies, the article proposes a conceptual framework that emphasizes the centrality of entrepreneurial sensemaking in small and medium--sized enterprises' marketing strategies. We posit that entrepreneurs are engaged in the construction of interpretive frameworks that, when explicated and made accessible to consumers and stakeholders, legitimate novel business ideas and logics. These interpretive frameworks structure the content and processes of marketing activities. Theoretically, the article aims to contribute to the debate on marketing in small businesses shedding light on the processes underlying the formation of marketing strategies.Propositions are offered to guide future empirical research based on the proposed conceptual framework.

What are the competences in information system required by managers? Curriculum development for management and public administration degrees

“…Thus, Penrose (1959), Hambrick and Brandon (1988), and Castanias and Helfat (1991) emphasize the value of executive talent and its heterogeneity to improve the company's competitive rank. More recently, Bettiol et al (2012) confirm the value of the managers' unique vision to interpret the environment, and the importance of this vision to exploit the firm's resources (Yang and Li 2011;Siegel and Renko 2012).…”

Exploring the Role of Social Media for SMEs: As a New Marketing Strategy Tool for the Firm Performance Perspective

“…Currently, most prevalent SNM practices involve creating and operating a company's fan page, managing promotions, maintaining public relations, and conducting market research. Other activities include providing customer support, encouraging customer reviews and discussions, and recruiting (Bettiol et al, 2012;Chua et al, 2009;Gligorijevic and Leong, 2011;Newman, 2013;Pentina et al, 2012). It is known that, key to business success with SNM is the ability to engage followers.…”

Marketing Practices in SMEs. Case Study: Romania vs. Malta

“…Moreover Marcati et al (2008) suggests that these actions are evaluated subjectively based on the manager's perceptions, conjuncture or mental marketing schemes. Moreover, four study cases conducted by Bettiol et al (2012) show the fact that marketing strategy in SMEs is all SME manager driven and that it is not a result of a systematic search for opportunities or a structured analysis of the relevant market, and it is more a result of a reaction process towards business environment changes. According to Hammond (2001), companies have to adhere to a particular strategy and find new ways to improve it constantly.…”